Course Description
This training seminar is pre-approved by HRCI (Human Resource Certification Institute) which qualifies for general re-certification credit hours of HR Professionals. The use of this seal is not an endorsement by HR Certification Institute of the quality of the training seminar. It means that this training seminar has met the HR Certification Institute’s criteria to be pre-approved for recertification credit.
What Do Participants Learn?
By the end of this training seminar participants will be able to:
- Examine the issues related to measuring and maximizing training ROI
- Apply the techniques training need analysis (TNA)
- Develop and propose a business case for training to meet strategic business objectives
- Prepare and an appropriate business model for training and development
- Analyze cost-benefit and return-on-investment for training and development activities
Who Should Attend?
This training seminar is suitable to a wide range of HR, L&D and Training professionals, line managers, team leaders, but will greatly benefit those who:
- Have direct responsibility for the training budget within the organisation and wish to gain greater effectiveness and efficiency in managing this
- Have a strategic overview of the business and who may also be responsible for initiating training programmes or authorizing expenditure for training and wish to gain a greater understanding of training budget formulation and ROI
- Are responsible for Human Resource / Organisational Development and the planning and delivery of training programmes at a strategic level
- Are responsible for the planning and implementation of training programs
- Need to know about training evaluation and ROI
What Will the Learning Experience Include?
Phase: 1
Introduce
- Comprehensive pre-program activities include:
- Web-based information forms & surveys completed by attendee.
- Direct consultation with the attendee about the expectations.
- During the training, participants engage in data, activities, and conversations that lead to insight and knowledge.
- Participants learn from expert trainers who have both academic and business experiences.
- Highly applicable training content & instructive activities for adding depth to training topics.
- **A half-day site visit for integrating the experience & plan next steps. Opportunities to provide connections, ideas & support.
Phase: 2
Explore & Practice
Phase: 3
Apply
- Apply & sustain the learning experience by using this ongoing support:
- To ensure participant has new skills or behavior progress.
- Optional, fee-based mentoring & coaching with the trainer.
- Training materials & additional documents (e-books, pdf files, presentations and articles)
- Evaluate your training experience by giving us feedbacks and help us to reach our organizational goals.
- Participant's Evaluation
- Trainer's Evaluation
Phase: 4
EVALUATE
Section One
The Strategic Context of Training & Development
- Strategic organisational development, training and HR planning
- Business strategy: the need for long-term planning for future skills and competences
- Aligning training and development to meet business objectives
- Redefining organisational learning for your organisation
- Essential steps to becoming a learning organisation
- Developing a training and development business model to suit your organisation
Section Two
The Importance of Defining Training Needs
- Understanding the training cycle and why it matters
- Introducing Training Needs Analysis (TNA)
- The role of competencies in learning & development
- How competencies can be measured
- TNA at corporate, department, team and individual level
- Awareness of different learning styles and how to provide for them
Section Three
Evaluating Training and Outcome Metrics
- Why clear and measurable learning objectives matter
- Understanding and applying cost-benefit analysis
- How to measure training return-on-investment (ROI)
- What to measure: defining the measurement parameters and metrics
- Measuring intangible impacts: cultural, social, other
- Training budget planning and formulation
Section Four
Managing & Leading the Training Function
- The importance of leadership and how it differs from management
- The strategic management of the training function
- The concept of talent management
- Differentiating succession management & talent management
- Internal Vs external training provision
- The role of educational credentials in training and education
Section Five
The Business Case for Training, Learning & Development
- How training fits with performance appraisal
- Nationalisation issues in training and development
- Preparing the business case for an investment in training
- Presenting the business case to key stakeholders
- Personal action planning
- Training seminar summary & review